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Emerging trends in human resource department

March 30th, 2012 Leave a comment Go to comments

Emerging trends in human resource department

1.Talent Management

  • Determining the most critical areas of the organization to support. Ask what aspects of talents management are most closely aligned with the company’s top business priorities.
  • HR Dept. as a professional consulting team position HR to be the internal experts on talent management.
  • Measuring the results of talent management initiatives being implemented its effectiveness.

2. Absconding Employees

In large Company’s HR Department should evolve a system of analysis? How does HR Dept. of a company react, when the employees themselves go missing and the company becomes liable? When an employee remains absent for sometimes without any intimation, the employer has to act in the following manner, firstly, on the  second, HRD should contact employee telephonically. If telephonically contact is not possible then send an official communication within 2-3 days. If even receives no response can seek legal advice and accordingly act to terminate the service. In second case of warning, if remains absent more than 7 days. The act of disappearing in itself is unethical & illegal. But in genuine cases, employers may reconsider for re-joining.

3.Balanced Scorecard

The Balanced Scorecard (BSC) is a tool that translates an organization’s mission and strategy into a comprehensive set of performance measures that provide the framework for a strategic measurement and management system. It is basically a visual representation of an organization’s strategy. The BSC is a way of:

* Measuring organizational, business unit or department success * Balancing long-term and shortterm actions * Balancing different measures of success – Financial, Customer, Internal Business Processes, Human Resources Systems & Development (learning and A way of tying strategy to action measures growth), and * A way of tying strategy to action measures The role of the Human Resources Department in a measurement organization should be to indicate how much each employee contributes to the organization – such as revenue generated minus the cost of salary, benefits and training. The HR department needs to look at the rest of the enterprise as its customer. It can achieve this by developing the human capital within the organization, which it can measure by setting up its own balanced scorecard strategy. People  management is an important function of the HR Department and can play an important role in an organizations’ financial performance as well as the service it offers its customers. The HR department can also respond proactively to the organizations needs by evaluating the strategies of the different departments as well as what their goals are and evaluating how the HR department can help the different departments meet their goals particularly as they relate to employee issues. In implementing a balanced scorecard system an organization goes through four-phases:

1. Strategic Focus – Refine and commit to the organizations’ strategy

2. Assessment – 4 steps are involved in this phase a) Audit measures b) Develop new measures as needed

c) Apply new measures d) Analyze and report 3. Change Planning and Implementation – Implement improvement plans 4. Continuous Improvement – a) Track metrics b) Continue improvement c) revisit scorecard cascade. There are several barriers to establishing an effective measurement system: 1. Unclear objectives 2. Unjustified trust in informal feedback systems 3. Entrenched management systems 4. Too many measurement systems within an organization

4. Outsourcing

It simply means hiring someone from outside the company to perform tasks that could be done internally. There are several HR concerns with regard to outsourcing, not the least of which is that if employees are likely to lose their jobs when the work is outsourced, morale and productivity can drop rapidly. To minimise problems, line and HR mangers have to work together to define and communicate transition plans, minimise the number of unknowns, and help employees identify their employment options. In some cases, the outside vendors may actually hire the displaced employees.

5. Six Sigma

It is a project driven management approach improve the organization product, services, and processes by continually reducing defects in the organization. Six Sigma is defined as having less than 3.4 defects per million opportunities or a success rate of 99.9997%. Six Sigma is a systematic data driven approach using the define, measure, analysis, improve and control (DMAIC) Antony & Banuelas (2002) & Banuelas Coronado & Anotony (2002) presented the key ingredients for the effective, introduction & implementation of Six Sigma.* Cultural Change* Training* Management commitment & involvement* Organizational Infrastructure* Linking Six Sigma to human resource * Linking six sigma to business strategy As in HR Dept Six Sigma can assist in identifying areas that have an impact on the external customer. They may concentrate on such aspects as leadership selection & training, enabling employees to focus on decreasing the non-value added time. It must identify high potential employees, here them as Black Belt & move then back into the organization as part of their rotation, and leadership training. Some of the other recent trends that are being observed are as follows:

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management, with renewed thrust on HR issues, more particularly on training. Charles Handy also advocated future organizational models like Shamrock, Federal and Triple I. Such organizational models also refocus on people centric issues and call for redefining the future role of HR professionals. With the increase of global job mobility, recruiting competent people is also increasingly becoming difficult, especially in India. Therefore by creating an enabling culture, organizations are also required to work out a retention strategy for the existing skilled manpower.

6 Human Resource Department Practices in Globalization:

International HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country. * Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse. * Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock. * To balance the pros and cons of home country and host country evaluations,

performance evaluations should combine the two sources of appraisal information. * Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions.

HR Managers today are focusing attention on the following-

  • 1. Policies- HR policies based on trust, openness, equity and consensus.
  • 2. Motivation- Create conditions in which people are willing to work with zeal, initiative and enthusiasm; make people feel like winners.
  • 3. Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place relations.
  • 4. Change agent- Prepare workers to accept technological changes by clarifying doubts.
  • 5. Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success.


Human Resource Department is no different than other aspects of a business in being able to deliver significant benefits to the company. When reviewing an HR Dept., it becomes clear that a number of business processes have an impact on the effectiveness of employee efforts in delivery services or product to customers. HR Dept. may be misunderstood of all corporate department., but it’s also the most necessary. Those who work in Human Resource are not only responsible for hiring & firing, them also hander contacting job references and administrating employee benefit. It’s true that any individual who works in HR Dept. “Must be a people person”. Employees are human, not commodities and HR departments have to start seeing them differently,  with the current push towards strategies that engage employees, attract top talent, contribute to the bottom line this change is imperative. The HR dept. should

create competitive advantage by building strong organizations, strong leaders, managers, strong teams, & employees. HR Dept. does this in a measurable way. If HR is to be perceived as an enabler of business strategies they need to be seen by measurable contributions to the bottom line through expense reduction or revenue generation, talent management and risk mitigation. HR people need to be a lot more creative in the way they do things. The “one size fits all” approach doesn’t work anymore. HR department. of today need to be talent of tomorrow.

Categories: General HR
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